Research and Insights from the Center for Effective Organizations
This paper by Susan Cohen, Gerry Ledford, Jr., and Gretchen Spreitzer tests a theoretically-driven model of self-managing work team effectiveness.
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This paper by G. Ledford, Jr., J. Wendenhof, and J. Strahley examines the case of Eaton Corporation, which has developed an innovative process to turn its ideas into day-to-day reality.
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This study by L. Chang, S. Cohen, and G. Ledford, Jr. validated the Self-Management Leadership Questionnaire (Manz & Sims, 1987) and assessed the relationship between self-management leadership, work group effectiveness and quality of work life (QWL).
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This study by L. Chang, S. Cohen, and G. Ledford, Jr. validates the Self-Management Leadership theory as operationalized by the Self- Management Leadership Questionnaire (Manz & Sims, 1987) in a large telephone company.
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This article by G. Ledford, Jr. and S. Mohrman responds to commentaries on a set of action research studies that appeared in a special issue of Human Relations.
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This paper by E. Lawler III, G. Ledford, Jr., and L. Chang reports data from the Fortune 1000 survey done by the Center for Effective Organizations. Results show that skill based is particularly likely to be used in manufacturing settings and is typically used to support employee involvement efforts.
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The importance of focusing on employee skills is stressed in this article by E. Lawler III and G. Ledford, Jr. Particular attention is given to how skill based pay and skill based selection processes can be implemented in order to create a strategic skills focus in complex organizations.
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This paper by N. Gupta, G. Ledford, Jr., D. Jenkins, Jr., and H. Doty summarizes key findings from a study, sponsored by the American Compensation Association, of 97 skill-based pay plans.
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E. Lawler III, S Mohrman, and G. Ledford, Jr. report on the results of the Center for Effective Organizations survey of the Fortune 1000 companies. Particular focus is on the kind of total quality management practices which are adopted by these companies.
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A five-year action research case study by G. Ledford, Jr. and S. Mohrman examines changes in a 12-plant division of a multi-billion dollar firm.
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Gerry Ledford reviews research findings and theoretical developments in research on employee involvement (EI) at the Center for Effective Organizations.
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This study by S. Cohen and G. Ledford, Jr. uses a quasi-experimental design to assess the effectiveness of self-managing teams in a telecommunications company.
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